Sure. What else do you call a human discipline whose verynature is firmly rooted in the principle that people act on theirown perception of the facts. Then goes on to create, change orreinforce that opinion by reaching, persuading andmoving-to-desired-action the very people whose behaviorsaffect the organization?

I call it public relations, and one heck of a naturalphenomenon!

In fact, I believe it's the fundamental premise of publicrelations. Especially when it deals with the survival of just about any organization by successfully altering the perceptionsand, hence, the behaviors of certain groups of people important to the success of that organization.

Because public relations problems are usually defined bywhat people THINK about a set of facts, versus the truth ofthe matter, we are well-advised to focus on that fundamental premise.

Does it become any less of a phenomenon as it works itsmagic in the real world?

No. Instead, it's the degree of human behavioral change itproduces - through quality planning and execution - thatdefines the success or failure of a public relations program.

In my experience, most agree that people really do act onTHEIR perception of the facts, and that how theyreact to those facts actually does affect their behaviors.So, to me, it follows that individual understanding of thosefacts must be continually informed if the follow-on behaviors are to help achieve the business' goal and objectives.

When all is said and done, a sound public relations strategycombined with effective communications tactics leadsdirectly to success - perceptions altered, behaviors modified, client/employer satisfied.

In other words, when those changes in perceptions andbehaviors clearly meet the original behavior modificationgoal set at the beginning of the program, the public relationseffort is successful.

So, what comes first? I believe acceptance thatindividual perception of the facts is the guiding lightleading to behavioral change, and that something can bedone about those perceptions. While not everyone buysthat, I must say that it actually helped shape my career in public relations.

I asked myself some time ago, why am I working in publicrelations anyway? The answers only strengthened myconviction. Was it simply to create major publicity for myemployer or client? Often yes, but I realized that the tacticcalled publicity - like all tactics -- is designed primarily asa message carrier to a target audience in order to alter itsperceptions and behaviors.

Tactics are not the endgame of public relations because,fact is, NO organization - business, non-profit, associationor public sector - can succeed today unless the behaviorsof its most important audiences are in-sync with theorganization's objectives. And that means public relationsprofessionals must modify somebody's behavior if they are to help hit the employer/client's objective and earn apaycheck. Everything else leads to that end.

Once public relations' "phenomenonal" characteristicsare understood, an action pathway begins to appear:

-- identify the problem
-- identify target audiences
-- set the public relations goal
-- set the public relations strategy
-- prepare persuasive messages
-- select and implement key communications tactics
-- monitor progress
-- and the end-game? Meet the behavior modification goal

And we get a bonus because we're using a near-perfectpublic relations performance standard. I mean, how canyou measure the results of an activity more accuratelythan when you clearly achieve the goal you set at thebeginning of that activity? You can't. It's pure success.

So, as we apply our tactics, we'll nurture the relationships between our target audiences and our employer/client'sbusiness by burnishing the reputation of the organization,its services and products. We'll do our best to persuadethose key audiences to do what our employer/client wantsthem to do. And while seeking public understanding andacceptance of that employer/client, we'll insure that ourjoint activities not only comply with the law, but clearlyserve the public interest.

Then, we pull out all tactical stops to actually movethose individuals to action. And our employer/client willbe pleased that we have brought matters along to this point.

But when will s/he be fully satisfied with the publicrelations results we have produced? Only when our"reach, persuade and move-to-desired-action" efforts haveproduced visible change in the behaviors of those targetaudiences they wish to influence.

Big words but, in my view, the fundamental premise of anatural phenomenon called public relations, and thestrategic context in which we must operate.

Please feel free to publish this article and resource box in yourezine, newsletter, offline publication or website. A copy wouldbe appreciated at bobkelly@TNI.net.

Robert A. Kelly © 2003.

Bob Kelly counsels, writes and speaks to business, non-profit andassociation managers about using the fundamental premise of publicrelations to achieve their operating objectives. He has been DPR,Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR,Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations.

Visit: http://www.prcommentary.com; bobkelly@TNI.net